This site is about everything digital, giving an update on new things as I learn

Category: Product Management

Since venture capitalist Marc Andreessen introduced the concept of “product / market fit” back in 2007 there have been many different interpretations of what this concept actually means. From people using sales projections to companies applying customer satisfaction to determine product / market fit, I’ve seen companies utilising different yardsticks. I therefore thought it would be good to go back to Marc Andreessen’s original definition and look at a great approach by Sean Ellis – who specialises in growth strategies – to identify product / market fit.

“Product/market fit means being in a good market with a product that can satisfy that market.”

Andreessen has taken this definition from Andy Rachleff – another successful startup founder and venture capitalist – who describes getting to product / market fit as “the only thing that matters” when you’re a startup. Product / market fit thus means being in a good market with a product that can satisfy that market.

The million dollar question then becomes how one knows that product / market fit has been achieved. Andreessen explains how you can feel when product / market for isn’t happening:

Andreessen argues that you can feel when product / market fit is happening if:

“The customers are buying the product just as fast as you can make it – or usage is growing just as fast as you can add more servers. Money from customers is piling up in your company checking account. You’re hiring sales and customer support staff as fast as you can. Reporters are calling because they’ve heard about your hot new thing and they want to talk to you about it.”

Ellis’ rule of thumb is that if you’re above 40% of the people saying they’d be very disappointed, you’ve found product / market fit, and if you’re less than that, you haven’t.

Through the survey, you can learn about a person’s underlying reasoning behind their response by including a free text field which says something like “Please help us understand why you’ve selected this answer.”

In addition, you could conduct user interviews to learn more about the products which people consider as an alternative to your product or to understand the perceived benefits of your product. For example, those survey respondents who responded that they’d be “somewhat disappointed” it might be that you haven’t delivered on the product’s intended value proposition. Similarly, it would be good to find out from those people who indicated “not disappointed” why they wouldn’t care if your product ceases to exist.

Main learning point: Understanding whether (and why) your product has achieved product / market fit is critical for any startup. Learning why a product has or hasn’t achieved product / market fit through a survey or an interview will fuel further product development and decision making.

“High Output Management” by the late Andrew Grove, ex Chairman and CEO of Intel, is a must read management book in my opinion. It’s easy to be quite cynical about most management and business books as a lot of them seem to introduce one central theme (or buzzword) right at the beginning of the book, followed by endless repetition throughout the remainder of the book …

In contrast, “High Output Management” contains valuable advice and tips from the beginning right to the end of the book. First published back in 1983, the book applies production principles to management. Some of these principles really resonated with me and I feel strongly about all (product) managers benefiting from these principles as part of their day-to-day working practices:

Identifying the “limiting step” – Grove defines the “limiting step” as the step in the overall shape of the production flow that will determine the overall shape of a company’s operations. In the book, Grove uses the simple example of a breakfast company, and highlights the time required to boil an egg is the critical component or the ‘limiting step’ in the production flow (see Fig. 1 below). The key idea here is to construct your production flow by starting with the longest (or most difficult, or most sensitive, or most expensive) step and work our way back. As a (product) manager you’ll thus focus on the limiting step within your context, e.g. in the workflow of your team, the customer funnel or the decision-making process.

Detect and fix issues at the “lowest-value stage” possible – If there’s a problem with your product, you want to find out about it as early on in the production process as possible so that you can minimise risk. In the production world, I witnessed lowest-value stage thinking first hand at the assembly line of a Toyota factory. Here, employees can pull the “Andon” cord to (temporarily) bring things to a halt as soon as they come across an issue. It’s an easy way of escalating things, making sure that a problem or bottleneck is dealt with before proceeding with the rest of the assembly process. Think about when you last pulled an imaginary Andon cord to flag a product or team issue early!?

Using (leading) indicators to measure and predict – In order to run a production process well you’ll need a set of indicators which help you monitor and improve the efficiency of the production line. Grove stresses that for these indicators to be useful, “you have to focus each indicator on a specific operational goal.” He goes on to list a number of relevant production indicators (see Fig. 3 below). Leading indicators give you one way to look inside the production process by showing you in advance what the future might look like.

Leverage – Grove introduces the concept of “leverage”. This is the output generated by a specific type of work activity. An activity with high leverage will generate a high level of output; an activity with low leverage, a low level of output. This raises the question about what qualifies as managerial leverage and output. Grove’s distinction between activities and output really helps to bring the concept of leverage to life (see Fig. 4 below). The overarching idea is that with each activity that the manager performs, the organisational output should increase.

A manager’s output is the output of all of the people and the teams that report into her. For example, if someone manages a design team, then his output consists of completed designs that are ready to be implemented. That output can take many different forms depending on the type of role and industry. Regardless of the form of output, managers must measure its quantity and quality:

A manager’s output = The output of his organisation + The output of the neighbouring organisations under his influence

High leverage activities – We’ve already touched on the impact of highly leveraged activities on an organisation’s output, and Grove explains how these activities can be achieved (see Fig. 5 below). For example, to maximise the leverage of his or her activities, a manager must keep timeliness firmly in mind. Equally, managers micro-managing or ‘meddling’ are examples of negative leverage activities. A big part of a manager’s work is to supply information and know-how, and to share a sense of the preferred method of handling things to the teams under his control or influence. A manager also makes and helps to make decisions.

When a person’s activity or behaviour over a long period of time is affected by a manager’s, well focused-set of words or actions.

When a large group’s work is affected by an individual supplying a unique, key piece of knowledge or information.

Applying production principles to management – In the book, Grove rightly points out how time management techniques are commonly used to improve managerial output. He then uses production principles to improve on some of these time management techniques (see Fig. 6 below).

Identify our limiting step: determine which things that have to happen on a schedule that’s absolute, and which can’t be moved. You can then plan more flexible activities around it and thus work more efficiently.

Batchingsimilar tasks: group similar activities, e.g. performance reviews, as these activities tend to require (mental) set-up time. You can thus maximise the set-up time needed for the task and reduce duplication of effort.

Forecasting your activities: Your calendar can be a valuable production-planning tool (and not a dumping ground for random meetings or “orders” by others). If you want to use your calendar as better forecasting and planning tools, Grove suggest that two conditions should be met. Firstly, you should move toward the active use of your calendar, taking the initiative to fill the holes between the time-critical events with non-time critical though necessary activities. Secondly, you should say “no” at the outset to work beyond your capacity to handle.

Meetings, the output of managerial work – A lot of managerial tasks (see “High leverage activities” above) are best suited for face-to-face interactions, and more often than not, for meetings. Grove provides a useful distinction between two basic kinds of meetings: process-oriented and mission-oriented meetings (see Fig. 7 below). I love how at the end of the book’s chapter about meetings, Grove reminds us of a quote by the late management guru Peter Drucker who said that “If people spend more than 25 percent of their time in meetings, it’s a sign of malorganisation.”

Process-oriented meetings: Knowledge is shared and information is exchanged during process-oriented meetings, which take place on a regular, scheduled basis. One-on-ones and team meetings are good examples of process-oriented meetings.

Mission-oriented meetings: The purpose of mission-oriented meetings is to solve a specific problem and often produce a decision. These meetings are ad hoc affairs, not scheduled long in advance, because they usually can’t be. The key to the success of a mission-oriented meeting is what the chair of the meeting does. The person leading the meeting needs to have a clear understanding of the meeting’s objective – what needs to happen and what decision needs to be made.

Planning: today’s actions for tomorrow’s output – In High Output Management, Grove offers three simple steps of a planning process (see Fig. 8 below). He describes planning as an ordinary everyday activity, something we all do – both in our professional and personal lives. The planning process enables you to reflect on what’s needed, the gap with the current situation and the specific actions necessary to close the gap.

Step 1 – Establish projected need or demand: What will the environment demand from you, your business, or your organisation?

Step 2 – Established your present status: What are you producing now? What will you be producing as your projects in the pipeline are completed?

Step 3 – Compare and reconcile steps 1 and 2: What more (or less) do you need to do to produce what your environment will demand?

Main learning point: “High Output Management” is probably one of the most valuable management books I’ve read in the last couple of years. If you’re looking for an inspiring but practical book about management, I suggest you look no further: High Output Management is the book for you!

Having worked on a number of online marketplace products, I’m always curious about other online marketplaces out there. So you might be able to imagine my excitement when I came across Shift, a US-based marketplace for new and used cars. Having bought used cars before, I feel that the used car industry is ripe for disruption and my hunch is that Shift is aiming to do just that.

I can see plenty of room to improve transparency and trust when it comes to buying and selling used cars and I’m keen to learn more about how Shift tries to tackle both areas:

My quick summary of Shift before using it: I expect a platform that enables consumers to discover, compare and buy used cars. Unsure whether cars are bought from dealerships or from Shift directly. Also, wondering whether I can get finance through Shift to help purchase my car.

How does Shift explain itself in the first minute? The landing page of the site shows two women, seated in a car and looking happy. The main strap-line on the site reads “Simplified car buying”, followed by “Great cars. Better prices. Test drives delivered to you.” The main navigation bar in the top right hand corner of the page shows “Financing” as one of the options for people to consider.

How does Shift work? Shift’s “Concierges” deliver test drives to customers on-demand. After a test drive one can arrange finance and purchase the car on the spot. Shift applies three driving principles to its business, as it aims to “bring trust and simplicity to the peer-to-peer used car market”: convenience, value and trust. Shift sees the Concierge as a pivotal actor as part of this experience as it’s the role of the Concierge “to be your guide. It’s not their job to sell you a car, it’s to help you buy one.”

When, for instance, I look at a used Mercedes GLE 350 to buy (see screenshot below), a few things stand out to me:

“No-haggle list price” – So there’s no room for a potential buyer to bring the price down!? From a peer-to-peer perspective, I can see how a fixed price creates a lot of clarity and trust for both parties involved in the transaction, car buyer and seller.

Compare price – I would have loved to compare prices for the specific car I’m interested in. When, however, I click on “Compare” for a a number of different vehicles on Shift’s site, I keep getting a message stating that price comparison info isn’t available.

Mechanical inspection – Would love to learn more about Shift’s process that precedes the mechanical inspection as shown for each model on the site. I deliberately looked for cars that didn’t just have a perfect list, i.e. all green marks, and I found one (see below). This Toyota Prius (2010) has three body related issues. When I click to see details, the three issue are being explained clearly, as well as their impact on both the exterior and the drivability of the car.

Wear & tear photos – For this nine year old Toyota Prius, Shift offers seven wear and tear photos so that I can see clear evidence of the body related issues listed in the mechanical inspection report. I can thus make up my mind – before arranging a test drive – whether I can live with these issues or not.

Having looked into buying car, I now want to see how one can sell a car through Shift:

These three steps involved in selling a car through Shift feel very similar to selling through Vroom:

Get an estimate – Getting a Shift estimate for a car to sell feels pretty straightforward (see screenshot below). My only question is how car sellers can quickly figure out whether they’re getting a good price for their car, and how this estimated price compares to what they could get elsewhere.

How and when do I get paid? Shift will initiate payment to the the car seller at the end of the appointment in which they evaluate one’s car to sell. This approach made me think of real estate platforms such as Opendoor and Nested. These companies will buy your property off you (Opendoor) or pay an advance (Nested) after they’ve thoroughly inspected and valued your home. The comparison with real estate made me wonder whether Shift refurbishes the interior of car or improves the exterior once it has bought the car off you.

Did Shift deliver on my expectations? Yes. Refreshing to see the level of simplicity and transparency into an experience which has traditionally put the (uninformed) car buyer or seller on the back foot.

Measure. Measure. Measure. Tracking the impact of a product is crucial if you wish to learn about your product and your customers. I’ve written before about the importance of spending time on defining the right metrics to measure, avoiding the risk of succumbing to data overload. That’s all well and good, but what do you do when the key things to measure aren’t so tangible!? For example, how do you measure customer feelings or opinions (a lot of which you’ll learn about during qualitative research)?

A few years ago, Kerry Rodden – whilst at Google – introduced the HEART framework which aims to solve the problem of measuring less tangible aspects of the products and experiences we create (see Fig. 1 below). The HEART framework consists of two parts:

The part that measures the quality of the user experience (the HEART framework)

The part that measures the goals of a project or product (the Goals-Signals-Metrics process)

HEART framework

Engagement – Measures the level of user involvement, typically via behavioural proxies such as frequency, intensity, or depth of interaction over some time period. Examples include the number of visits per user per week or the number of photos uploaded per user per day.

Adoption – New users of a product, feature or a service. For example: the number of accounts created in the last seven days, the number of people dropping off during the onboarding experience or the percentage of Gmail users who use labels.

Task success – This includes traditional behavioural metrics with respect to user experience, such as efficiency (e.g. time to complete a task), effectiveness (e.g. percent of tasks completed), and error rate. This category is most applicable to areas of your product that are very task-focused, such as search or an upload flow.

Does the product help achieve key customer tasks or outcomes? Why (not)?

What should we focus on? Why? How to best measure?

The HEART framework thus works well in measuring the quality of the user experience, making intangible things such as “happiness” and “engagement” more tangible.

Goals-Signals-Metrics process

The HEART framework goes hand in hand with the Goals-Signals-Metrics process, which measures the specific goals of a product. I came across a great example of the Goals-Signals-Metrics process, by Usabilla. This qualitative user research company applied the HEART framework and the Goals-Signals-Metrics when they launched a 2-step verification future for their users.

This example clearly shows how you can take ‘happiness’, a more intangible aspect of Usabilla’s authentication experience, and make it measurable:

Question: How to measure ‘happiness’ with respect to Usabilla’s authentication experience?

Goal: The overarching goal here is to ensure that Usabilla’s customers feel satisfied and secure whilst using Usabilla’s product.

Signals: Positive customer feedback on the feature – through a survey – is a strong signal that Usabilla’s happiness goal is being achieved.

Metrics: Measuring the percentage of Usabilla customers that feels satisfied and secure after using the new authentication experience.

The Usabilla example of the HEART framework clearly shows the underlying method of taking a fuzzy goal and breaking it down into something which can be measured more objectively.

Main learning point: The HEART framework is a useful tool when it comes to understanding and tracking the customer impact of your product. As with everything that you’re trying to measure, make sure you’re clear about what you’re looking to learn and how to best interpret the data. However, the fact that the HEART framework looks at aspects at ‘happiness’ and ‘engagement’ makes it a useful tool in my book!

Before you read this review of “The Fearless Organization” by Amy Edmondson, I’d encourage you to watch Amy’s Tedx Talk in which she talks about how to build psychological safety. Edmondson is a management professor at Harvard Business School and has done a tremendous amount of work in the area of psychological safety. In her Tedx Talk, she describes psychological safety as “a shared belief that the team is safe for interpersonal risk taking.” I believe that psychological safety is a critical yet often overlooked concept, and one which underpins Edmondson’s latest book, The Fearless Organization – Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth.

These are the things that I took away from reading The Fearless Organization:

Starting with “Personal and Organizational Change through Group Methods” – The aforementioned concept of psychological safety dates back to a 1965 book titled “Personal and Organizational Change through Group Methods” by Edgar Schein and Warren Bennis, which addresses the need for psychological safety for to help people cope with the uncertainty and anxiety of organizational change. Schein later noted that psychological safety was vital for helping people overcoming the defensiveness and “learning anxiety” they face at work, especially when something doesn’t go as they’d hoped or expected.

Psychological safety isn’t a personality trait or difference – Based on her extensive research, Edmondson observes that psychological safety “is not a personality difference but rather a feature of the workplace that leaders can and must help create.” This observation made me think about the conditions that leaders can and must ‘enable’ to create a culture of psychological safety within the organisation, establishing a climate that supports learning. Edmondson mentions a number of other things which psychological safety is not, and which I’ve captured in Fig. 1 below.

Measuring psychological safety – Perhaps you think of psychological safety as quite a fluffy idea, but it can actually be measured. I like the seven survey items which Edmondson introduced in her original research dissertation and which I’ve included in Fig. 3 below. She uses a seven-point Liker scale to obtain responses (from strongly agree to strongly disagree), and three out of seven items are expressed positively. Agreement with these items indicates greater psychological safety, whilst those items items expressed negatively (highlighted with an “R” for reverse), such that disagreement is consistent with higher psychological safety.

Adopting an agile approach to strategy – I loved Edmondson’s point about viewing a company strategy as a hypothesis, to be tested continuously, rather than a plan. This perspective ties in with Edmondson’s broader theme around organisational learning. She argues that organisational learning – championed by company leaders but enacted by everyone – requires actively seeking deviations that challenge the assumptions underpinning a current strategy.

Set the stage for psychological safety – In the book, Edmondson offers some useful tips with respect to ‘facilitating’ psychological safety, sharing a valuable toolkit (see Fig. 4 below).

Proactive inquiry – Being able to say that you don’t know and driving participation through inquiry are two strong tenets of psychological safety. Edmondson shares some rules of thumb for asking a good question: one, you don’t know the answer; two, you ask questions that don’t limit responses to Yes or No, and three, you phrase the question in a way that helps others share their thinking in a focused way (see also Fig. 5 below).

Main learning point: In “The Fearless Organization”, Edmondson has written a valuable book about psychological safety. Even if you’re unable to create a truly fearless organisation anytime soon, Edmondson offers a number of valuable starting points with respect to critical aspects such as questioning, conflict and speaking up.

Psychological safety isn’t about being nice – Working in a psychologically safe environment doesn’t mean that people always agree with one another for the sake of being nice. It also doesn’t mean that people offer unequivocal praise or unconditional support for everything you have to say. Psychological safety is about candour, about making it possible for productive disagreement and free exchange of ideas. Conflict inevitably arises in any workplace. Psychological safety enables people on different sides of a conflict to speak candidly about what’s bothering them.

Psychological safety isn’t a personality factor – Some have interpreted psychological safety as a synonym for extroversion. They might have previously concluded that people don’t speak up at work because they’re shy or lack confidence, or simply keep to themselves. Psychological safety, however, refers to the work climate, and climate affects people with different personality traits in roughly similar ways. In a psychologically safe climate, people will offer ideas and voice their concerns regardless of whether they tend to toward introversion or extroversion.

Psychological safety isn’t just another word for trust – Although trust and psychological safety have much in common, they aren’t interchangeable concepts. A key difference is that psychological safety is experienced at a group level. Further, psychological safety describes a temporally immediate experience.

Psychological safety isn’t about lowering performance standards – Psychological safety is not an “anything goes” environment where people aren’t expected to adhere to high standards or meet deadlines. It isn’t about becoming “comfortable” at work (see Fig. 2 below). Psychological safety enables candour and openness and, as such, thrives in an environment of mutual respect.

I’m sure a lot of us have common misconceptions about successful entrepreneurs and their companies. It’s easy to look at people who’ve ‘made it’ and think that their journey has been all plain sailing. Scott Belsky is such an entrepreneur, having founded Behance, a platform for creative professionals to show off their work, which eventually got acquired by Adobe. In “The Messy Middle”, Belsky eradicates any illusions about the process of creating – whether it’s a business or a product – being painless. He writes about the different stages of a startup lifecycle: the start, the middle and the finish. Belsky makes the point that “it’s not about the start and finish, it’s about the journey in between.”

At the start, there’s “pure joy” to begin with. That is before reality kicks in and things hit bottom. Belsky describes the finish as “final mile of journey and the recovery time between one project and the next”, the point where you can allow yourself to take a break and make a change. I, however, specifically bought the book because I was intrigued to read Belsky’s thoughts about the ‘messy middle’. Belsky writes about this period, as a collection of peaks – ‘optimising’ – and valleys – ‘enduring’. It’s this period which benefits from volatility. Volatility being positioned as a good thing might sound counterintuitive to some, but Belsky argues that “volatility is good for velocity”:

“The faster you move, the better your chances of learning and momentum to soar above the competition.”

Scott Belsky, The Messy Middle

To achieve this level of velocity, Belsky encourages conducting experiments, and lots of them. Running these experiments means that you’ll be both enduring the lows and optimising everything that works. In “The Messy Middle”, Belsky shares a ton of lessons learned and tips, particularly in relation to those stages of your company or product that are dominated by enduring and optimising. Allow me to give you a quick shopping list of those points by Belsky which resonated with me most:

Avoid validation in the form of false positives – To objectively observe the performance of your new creation or product, put yourself in others’ shoes. Belsky refers to points made by Ben Horowitz about telling the truth in this respect (see Fig. 1 below).

Celebrate progress and impact – Especially at the early stages, celebrate anything you can. Whilst you should avoid ‘fake wins’, celebrating quick wins and progress milestones is important.

Master the art of parallel processing – This involves being able to focus on a specific problem whilst also churning through the omnipresent anxiety and uncertainty involved in building things.

Friction unlocks the full potential of working together – Hardship brings your teams together and equips you to endure for the long haul.

Do Your Fucking Job (‘DYFJ’) – Leading a team through enduring times requires many “rip off the Band-Aid” moments. Nobody wants to inflict pain on their team, but quick and controlled pain is better than a drawn out infection. This also implies checking your ego at the door, instead concentrating on what needs to be done.

Self awareness as the only sustainable competitive advantage in business – Your sense of self is likely to shift when you’re at a peak or in a valley (see Fig. 2 below).

Break the long game down into chapters – Belsky recounts the approach by Ben Silbermann, CEO of Pinterest, who breaks up every period of his company into chapters, each with a beginning, goal, reflection period, and reward. Chapters help break down the long timescale it takes to build something extraordinary. I like to think of them as strategic milestones, each time getting one step closer to achieving the vision for the business.

Do the work regardless of whose work it is – Everyone has an opinion, but few are willing to do something about it – especially if it falls outside their formal job description. Belsky describes his marvel at just how quickly an idea takes hold when someone proactively does the underlying work no one else clearly owned. He goes on to talk about how hiring for people with excitement about the idea, ability to contribute right away and the potential to learn is key when assembling a team.

Never stop crafting the “first mile” of your product’s experience – Whether you’re building a product, creating art, or writing a book, you need to remember that your customers make sweeping judgments in their first experience interacting with your creation – especially in the first 30 seconds. Belsky call this the “first mile”, and he argues that it’s important to prime your audience to the point where they know three things: 1. Why they’re there (2) What they can accomplish and (3) What to do next.

Identify and prioritise efforts with disproportionate impact – Belsky shares a nice prioritisation method by Jeffrey Kalmikoff, which Jeffrey uses to help choose where to focus his energy: look at each item on the table and assign a 3 for very important tasks that would make a huge impact on strategy and revenue, a 2 for something with less significance, and a 1 for something inconsequential.

Stress-test your opinions with radical truthfulness – “Sound judgment, achieved through aggressive truth seeking, is your most differentiating and deterministic trait. It’s all about being honest.” This is one of the founding principles behind Bridgewater, the leading hedge funded founded by Ray Dalio. One of the most fundamental principles driving behaviour at Bridgewater is the notion of “Know what you don’t know, and what to do about it.”

Main learning point: In “The Messy Middle”, Belsky has written a book that I expect to be coming back to over the coming years; it’s a great reminder of the realities involved in creating things and contains a lot of valuable lessons learned as well as practical tips.

Like all meetings, it’s easy to get little out of one-on-one meetings. Ineffective one-on-one meetings affect both managers and their direct reports. Ineffective one-on-one meetings are characterised by at least one party feeling that it’s been a waste of time. These are two examples of ineffective one-on-one meetings that I’ve observed over the years:

Direct report: “But what do you want me to do about!?” or “Does this mean that you’re going to fire me!?”

Particularly if you’re managing or mentoring another person, it’s worth knowing how to best facilitate one-on-one meetings. I strongly believe that valuable one-on-one meetings are important when creating great products and high-performing product teams. Here are some pointers designed to get the most out of your one-on-one meetings:

In preparation for a one-on-one:

I used to be unsure about one-on-one meetings, especially when I started facilitating them. I’ve since learned that preparing for one-on-one meetings goes a long way, both for me as a manager and the person that I’m having the one-on-one with.

Revisit what was discussed in your last one-on-one – For example: actions agreed on, topics discussed, feelings shared, particular challenges or opportunities raised, etc. I like to keep brief notes of one-on-one meetings with my direct reports, purely to make sure I come back to outstanding issues or agreed actions in the next one-on-one.

Ask the direct report for agenda items – Ask beforehand for any specific things that your direct report would like to discuss in the upcoming one-on-one; things on their mind, questions, challenges, recent events, etc. Having a (loose) agenda in place helps to avoid the awkwardness of what I call the “So, what shall we talk about today!?” moment and adds structure to your conversation.

Think about things I’d like to bring up – Even though a one-on-one is mostly about the manager listening, this doesn’t mean that you as a manager can’t bring up the things you want to ask or share as part of the conversation. For example: your concerns and issues, performance feedback, personal development or non work related issues or events.

Questions to ask during the one-on-one:

There are numerous questions one could ask during a one-on-one, and I particularly like the examples previously provided by Ben Horowitz and Claire Lew (see Fig. 1-2 below). These are some of the questions I often find myself asking during one-on-one meetings:

“How have you been feeling since our last one-on-one? Why?”

“In our last one-on-one you raised your concern about ____. How do you see that now?”

“What has been going well, what hasn’t?” Why?”

“What can I do to support you better? What can do I do more or less of? Why?”

“Is there anything stopping you from doing good work?”

“What can I do to help unblock you? Where can I support you best? Why?”

“What have you learned lately that might not be related to your day-to-day work but more focused on personal development?”

Following up after the one-on-one:

Make sure to follow up after the one-on-one; I believe it’s very helpful to reflect on what came up during conversation as well as act on any next steps or actions you agreed with your direct report. For instance, if you promised your colleague that you’d look into a specific question for them, I suggest prioritising this action to ensure you follow up on your promised action, well before your next one-on-one.

It doesn’t all have to come down to one-on-one meetings:

I always stress with my colleagues that they don’t have to wait until our next one-on-one to bring up any (critical) issues or questions, as I will always try to make myself ad-hoc conversations as and when needed.

Main learning point: One-on-one meetings can offer a great opportunity to take step back from the day-to-day and reflect. As the person facilitating the conversation, it’s important to prepare for one-on-one meetings and to follow up on them.